Reference paper:
Premeaux, S. F., & Bedeian, A. G. (2003). Breaking the Silence: The Moderating Effects of Self-Monitoring in Predicting Speaking Up in the Workplace*. Journal of Management Studies, 40(6), 1537–1562.Conclusion:
(A 50-word quick summary from my understanding)
The study finds that low self-monitors, in comparison to high self-monitors, speak up more often as two individual factors - internal locus of control and self-esteem - and two contextual factors - top management openness and trust in supervisor - increased.Quick Notes/queries:
(For my further delving)
Self monitoring
- A study by Flynn et al (2006) shows that high self monitors are more attuned to status dynamics in exchange relations and adapt their behavior in ways that elicit status. Since high self monitors have greater awareness of social and information cues, are they motivated to act on these cues in ways that cultivate a favorable public image? Does their need for social status affect their OCB behaviors, especially affiliative behaviors such as helping?
- Does self-monitoring moderate affiliative behaviors distinctly in comparison to challenge-oriented behaviors?
Leadership
- Is self-monitoring linked to leadership emergence? How does self-monitoring of leader influence voice behavior of followers? In particular are leaders who are high self monitors more receptive to speaking up from subordinates?
- How are individual's OCB behaviors linked to leadership emergence? For ex - are individuals with high voice behavior more likely to emerge as leaders?
- How does self-esteem of supervisor influence voice behavior of subordinates? Since individuals with low levels of self-esteem are unlikely to put themselves in position of vulnerability, how receptive are leaders of such type to voice from subordinates? How does self-monitoring moderate this relationship?